THE FIT BETWEEN EMPLOYEE ROLES AND MARKET DYNAMISM: AN ECOLOGICAL MANAGEMENT PERSPECTIVE

Crielaard, Jack P.; Wubben, Emiel F. M.; Omta, Onno S. W. F.

doi:10.1590/1678-6971/eRAMR180114

Jack P. Crielaard

Wageningen University and Research

Jack P. Crielaard, Graduate School of Science, University of Amsterdam, ORCID:0000-0003-4157-8717; Emiel F. M. Wubben, Erasmus Schools of Economics, Erasmus University Rotterdam, ORCID:0000-0002-3287-1076; and Onno S.W.F. Omta, University of Groningen, ORCID:0000-0002-4237-4305.

https://orcid.org/0000-0003-4157-8717

Emiel F. M. Wubben Correspondence concerning this article should be addressed to Emiel F. M. Wubben, Hollandseweg 1, 6706KN, Wageningen, Guéldria, The Netherlands. E-mail: emiel.wubben@wur.nl

Wageningen University and Research

Jack P. Crielaard, Graduate School of Science, University of Amsterdam, ORCID:0000-0003-4157-8717; Emiel F. M. Wubben, Erasmus Schools of Economics, Erasmus University Rotterdam, ORCID:0000-0002-3287-1076; and Onno S.W.F. Omta, University of Groningen, ORCID:0000-0002-4237-4305. Emiel F. M. Wubben is now an Associate Professor of Strategic Management at Wageningen University.

https://orcid.org/0000-0002-3287-1076

Onno S. W. F. Omta

Wageningen University and Research

Jack P. Crielaard, Graduate School of Science, University of Amsterdam, ORCID:0000-0003-4157-8717; Emiel F. M. Wubben, Erasmus Schools of Economics, Erasmus University Rotterdam, ORCID:0000-0002-3287-1076; and Onno S.W.F. Omta, University of Groningen, ORCID:0000-0002-4237-4305.

https://orcid.org/0000-0002-4237-4305

Correspondence concerning this article should be addressed to Emiel F. M. Wubben, Hollandseweg 1, 6706KN, Wageningen, Guéldria, The Netherlands. E-mail: emiel.wubben@wur.nl

Jack P. Crielaard, Graduate School of Science, University of Amsterdam, ORCID:0000-0003-4157-8717; Emiel F. M. Wubben, Erasmus Schools of Economics, Erasmus University Rotterdam, ORCID:0000-0002-3287-1076; and Onno S.W.F. Omta, University of Groningen, ORCID:0000-0002-4237-4305.

Emiel F. M. Wubben is now an Associate Professor of Strategic Management at Wageningen University.

Variables	Operational definitions and indicators	Mean	SD	Cronb α
Company	Unit of analysis is an independent operating unit.
Market dynamism	Exposure to the unpredictability of the market. 1. Our clients are capricious and/or make hard unilateral demands. 2. In this market segment (the requirements of) our clients and partners are unpredictable.	3.8032	1.2936	α=.69
Employee roles	A behavior pattern with associated competences (qualities of people) to fulfill the demands of the market.
Open system	Roles and competences oriented at adaptation, and external support in changing circumstances by flexibility, creativity, and innovation.	4.4491	.91699	α=.87
Rational goal	Roles and competences oriented at productivity and profit maximization by analysis, direction and action.	4.5599	.93657	α=.91
Internal process	Roles and competences oriented at stability and continuity by description and control of routines.	4.2926	.94647	α=.76
Human relations	Roles and competences oriented at commitment, cohesion and morale by participation, solving conflicts and consensus.	4.7734	.95509	α=.83
Knowledge related firm capability	The firm's ability to perform a productive task. Here, restricted to knowledge and innovativeness.	4.2513	.80952	α=.74
Performance indicators	Outcome or effects. 3 outcome variables, 1 - 4 questions each, using 7-point Likert scales ranging from strongly disagree to strongly agree.
3P-performance	The combination of Profit, Planet and People	4.1219	.90466	α=.79
Profit	Perception of growth in profit and turnover.	4.9539	1.2838	α=.78
Planet	Perception of results in input (resources, energy, water), emissions (air pollution, waste, waste-water), and environment (biodiversity and areas).	3.6171	1.2603	α=.85
People (societal)	Perception of societal contribution: investments; labor, training and education; health, diversity and participation).	4.0398	1.0835	α=.76

Parameter	Model 1	Model 2
Intercept	2.02^* ***** p<001.	2.18^ p<01;
Dynamísm	-0,01	-0,10
Open System	0,20	0,39¹ 1 p<l;
Rational Goal	0,15	-0,16
Internai Process	0,23^* * p<05;	0,64^ p<01;
Human Relations	-0,01	-0,29
Dynamísm ^* * p<05; Open system		-0,08
Dynamísm ^* * p<05; Rational Goal		0,15*
Dynamísm ^* * p<05; Internai Process		-0,18^ p<01;
Dvnamísm ^* * p<05; Human Relations		0,11
Intercept variance (subject = firm)	0,45^ p<01;	0,46^ p<01;

Parameter	Model 3	Model 4
Intercept	2.44^* ***** p<001.	2.21^ p<01;
Dynamism	-0,03	0,06
Knowledge relate d firm capabilities	0,48^* ***** p<001.	0,56^* * p<05;
Dynamism ^* * p<05; Capabilities		-0,03
Intercept variance (subject = firm)	0,42^ p<01;	0,42^ p<01;

[1] Correspondence concerning this article should be addressed to Emiel F. M. Wubben, Hollandseweg 1, 6706KN, Wageningen, Guéldria, The Netherlands. E-mail: emiel.wubben@wur.nl

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THE FIT BETWEEN EMPLOYEE ROLES AND MARKET DYNAMISM: AN ECOLOGICAL MANAGEMENT PERSPECTIVE

O AJUSTE ENTRE OS PAPÉIS DOS FUNCIONÁRIOS E O DINAMISMO DO MERCADO: UMA PERSPECTIVA DE GERENCIAMENTO ECOLÓGICO

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